Knowledge Center

The next decade’s competition in the petroleum industry will be for leaders: those who are able to develop a new humility building their capabilities to think like activists internally, relate like diplomats externally, and serve as effective advocates.

The boards of companies that are going public through SPACs typically need to reshape themselves quickly. Considering new requirements in advance will help them position themselves for successful transactions.

Rethinking the focus and structure of the chief product officer role will help asset management firms better connect with customers, innovate more effectively, and operate more nimbly.

To make a social sector CEO search successful, boards and leaders should work to align their purpose with their employees, balancing employee perspectives with the financial, legal, and governance needs of the organization.

Some US chemical company boards have made progress on diversity by adding directors with nontraditional backgrounds. But more progress is needed. To improve, boards should focus on process, performance, and culture.

The fourth annual survey of healthcare and life sciences leaders shows a desire for stability and an accelerated shift toward business models that will help take their products to their customers in a digital-first world.

Healthcare IT companies are lagging on diversity. But industry leaders are committed to change, and many are taking concrete steps to improve their recruiting and talent management processes.

Consumer goods companies have the opportunity to experiment with direct online channels and add to their current go-to-market strategy. But to succeed, companies will need the right leadership and culture.

The way teams operate and deliver can make or break a company’s performance as well as set the tone for its culture. Leaders who keep their teams motivated, with all eyes set on a shared purpose, have a better chance of thriving in the long term.

Chief risk officers in financial services need to be far more than financial risk experts today. Firms need to fundamentally change how they develop risk executives to ensure they will have the leaders they need.

As boards add new directors, they are increasingly struggling to find the right balance among their current structures and maintaining a healthy board culture. The right first step is assessing whether the basic structure is still fit for purpose.